51乱伦

To understand the journey behind the report, its purpose, and what it means for our people and clients, Sarah Beattie, Global Head of Corporate ESG Strategy, who has led the development of the UK鈥檚 ESG strategy and its integration across the firm, explains more.

From global ambition to UK action

While this is the first UK-specific ESG report, the work behind it began several years ago. In 2023, we published - a framework defining what responsible leadership should look like across the partnership.

This was a pivotal moment, requiring clarity on what ESG really means for us - beyond waste, carbon or compliance. We needed to consider the issues that matter legally, commercially and culturally.

This involved a full review of the ESG topics most material to 51乱伦鈥檚 clients, people, operations and regulatory requirements. Each global region was then tasked with localising the ambition. The UK, as the largest part of the business, is now setting the benchmark, showing how we turn high-level commitments into specific, measurable action.

Focusing on the commitments that matter

The UK ESG Report outlines commitments across 51乱伦鈥檚 three global ESG pillars - Restoring Nature & Climate, Inclusive Workplace, and Strengthening Communities - alongside supporting commitments around governance, data and supply chain.

Key commitments include:

• Global Net-zero by 2040 and science-based targets

A full value-chain decarbonisation ambition that places 51乱伦 firmly in the 鈥渓eading鈥� category within the sector.

• A proactive approach to nature and biodiversity

51乱伦 is assessing its dependencies on nature and exploring how the property sector can better understand biodiversity impacts and resilience.

• Social impact through our Limitless partnership programme

This is a clear area of longstanding strength; Limitless is about using our business strategically to change lives.

• Data, governance and operational foundations

This is a critical and challenging area - good decisions rely on good data. And building that foundation takes time: it is a journey that needs the platforms, the processes and the confidence in the numbers.

Embedding ESG into culture and day-to-day decisions

Our journey is cultural as much as operational. Success doesn鈥檛 mean simply meeting a target, it鈥檚 when teams really understand what ESG means for them -when they take responsibility and start asking: 鈥淲hat can I do? How does this influence my decisions and the decision of our clients?鈥�

Integration is essential for ESG to shift from a standalone concept to part of everyday thinking - something reflected in values, processes and behaviours. This cultural shift will be supported by learning and development, clearer guidance for teams, and ongoing engagement across the business.

Collaboration is the foundation of progress

Throughout the development of the report, collaboration is a defining theme - across departments internally and through partnerships externally. ESG is evolving, legislation is evolving, client needs are evolving. So we have to learn, listen and work with others -whether that's DE&I, Health & Safety, Procurement, or our external partners like Sported.

Success is as much about culture as metrics - it鈥檚 about rethinking old ways of working and adapting them to new priorities. We want clients and colleagues to trust that we are intentional, committed, and creating lasting impact. This report is the start of that journey.

To find out more about our commitments or to read the full report, click here